4. Result
4.2 Quantitative Result
4.2.2 Descriptive Statistic of Study Variables
b. Type of Services
There are two different service categories such as general and technical. As illustrated in (Table 22) the representation of employee by the technical service group is 65% and 35% are in general service group.
Table 22: Type of Services
Type of services Frequency Percentage
General 22 35.5
Technical 40 64.5
Total 62 100
i) Organizational Core Competency
The relative importance of the organizational core competency was measured by three components such as competency, capability and resources.
a. Competency
As presented in (Table 23), the competency was measured through three units (item no. 1.1 to 1.3). The item “The mandates of AMC are clear” has the highest importance level with mean score of 4.48 and SD of 0.75 while the lowest mean score of competency was observed for the item “The mission of AMC is clear” with mean score of 4.32 and SD of 0.67 which is considerably high.
Table 23: Relative importance of competency:
Item
No. Components Mean SD Item
rank
Relative importance 1. Competency
1.1 The vision of AMC is clear 4.35 0.75 2 High 1.2 The mission of AMC is clear 4.32 0.72 3 High 1.2 The mandates of AMC are clear 4.48 0.67 1 High
Overall competency 4.39 0.58 1 High
b. Capability
The components factored for the capability were planning, monitoring, evaluation and execution of planned activities and measured items (2.1 to 2.4). As summarized in (Table 24), the highest mean score was 4.06 with SD 0.77 for the item
“The planning system of AMC is clear” and the item “The evaluation system of AMC is clear” was observed with mean score of 3.84 with SD of 0.66 which is lowest for the capability part. However, the overall mean score for the capability is 3.93 and SD 0.57 which depicted with the high relative importance.
Table 24: Relative importance of capability:
Item
No. Components Mean SD Item
rank
Relative importance 2. Capability
2.1 The planning system of AMC is clear 4.06 0.77 1 High 2.2 The monitoring system of AMC is clear 3.94 0.77 2 High 2.3 The evaluation system of AMC is clear 3.84 0.66 4 High 2.4
The planned activities in AMC is
executed on time 3.87 0.66 3 High
Overall capability 3.93 0.57 2 High
c. Resources
The last component of the organizational core competency has accounted tangible and intangible resources (Table 25) and these units were measured by (item no 3.1 to 3.3). Although, the resources have considerable importance, the highest mean score of 3.63 with SD 0.93 for the item “AMC has satisfactory infrastructure”
which is in the medium importance level. Moreover, the overall mean score of 3.48 and SD of 0.80 for the resource component is the lowest among other study variables.
Table 25: Relative importance of resources:
Item
No. Components Mean SD Item
rank
Relative importance 3. Resources
3.1 AMC has satisfactory infrastructure 3.63 0.93 1 Medium 3.2 AMC has sound financial capital 3.32 1.05 3 Medium 3.3 AMC has required human capital 3.50 0.82 2 Medium Overall resources 3.48 0.80 3 Medium
ii) Individual Core Competency
The relative importance of the individual core competency was measured by two components that are leadership and motives/traits.
a. Leadership
Five different key items were considered for the leadership component as measured by (item no 4.1 to 4.5). As indicated in (Table 26), the item “There is room for individuals to focus on activities that support organizational priorities in AMC” was observed with highest level of importance with mean score of 4.11 and SD of 0.60 and the lowest importance level was with the item “There is room to understand the emerging needs of the employees in AMC” with mean score of 3.69 and SD of 0.79.
Table 26: Relative importance for leadership:
Item No. Components Mean SD Item
rank
Relative importance 4. Leadership
4.1
There is room for individuals to strive for the same organizational goal in AMC
3.98 0.67 2
High
4.2
There is room to focus on activities that support organizational priorities in AMC
4.11 0.60 1
High
4.3
There is room for recognition of
individual work contribution in AMC 3.90 0.80 3 High
4.4
There is room to understand the emerging needs of the employees in AMC
3.69 0.76 5
High
4.5
There is room for feedbacks and
improvement in AMC 3.89 0.75 4 High
Overall leadership 3.92 0.52 2 High
b. Motives/Traits
The key factors considered for motives/traits were measured by (item no 5.1 to 5.10). As shown in (Table 27), the relative importance of the individual core competency reveals that motives/traits of the individuals have highest relative importance with mean score 4.29 and SD 0.45 than leadership with mean score 3.92 and SD 0.52. Further, items such as “I share the knowledge, expertise and encouragement to strengthen team performance” and “I take the responsibility for the mistakes I have committed” under motives or traits were depicted as most important variables for the study with mean score 4.47, 4.40 and SD 0.72 and 0.66 respectively.
Table 27: Relative importance for motives/traits:
Item No. Components Mean SD Item
rank
Relative importance 5. Motives/Traits
5.1
I take the opportunity to do new
things for the betterment of AMC 4.13 0.74 9 High 5.2
I take additional responsibilities
without being asked 4.13 0.66 8 High
5.3
I consider my job and duty in AMC
above other business 4.13 0.80 10 High 5.4
I am actively participating in
development undertakings in AMC 4.34 0.63 4 High 5.5
I adhere to the terms of reference
of my job while performing my duty 4.34 0.68 5 High 5.6
I take the responsibility for the
mistakes I have committed 4.40 0.66 2 High
5.7
I believe in collaboration and cooperation for organizational success
4.35 0.68 3
High
5.8
I share the knowledge, expertise and encouragement to strengthen team performance
4.47 0.72 1
High
5.9
I have no issues in communicating
with others 4.32 0.72 6 High
5.10
I use the appropriate language to the audience for official communication
4.24 0.67 7
High
Overall motives/traits 4.29 0.45 1 High
iii) Performance
The relative importance of the performance are measured by two components such as organizational performance and individual performance. Similar analysis approach was pursued as in the previous sections
a. Organizational Performance
For organizational performance, key items considered are measured by (item no. 6.1 to 6.6). As presented in (Table 28), the highest mean score for organizational performance was for item “AMC conducted required trainings so far” with mean score 4.28 and SD 0.78 whereas item “AMC released required technology so far” had the lowest mean of 3.81 and SD of 0.83.
Table 28: Relative importance of organizational performance:
Item No. Components Mean SD Item
rank
Relative importance 6. Organizational Performance 3.95 0.63 2 High 6.1
AMC generated required technology
so far 3.85 0.76 5 High
6.2
AMC released required technology
so far 3.81 0.83 6 High
6.3
AMC developed required standards
so far 3.98 0.74 2 High
6.4
AMC certified required technologies
so far 3.89 0.79 4 High
6.5
AMC developed required training
materials so far 3.92 0.75 3 High
6.6
AMC conducted required trainings so
far 4.26 0.79 1 High
Overall organizational performance 3.95 0.63 2 High
b. Individual Performance
For individual performance, key items factored are measured by (item no. 7.1 to 7.5). As illustrated in (Table 29), the high level of importance with mean score 4.23 and SD 0.71 was observed for the individual performance compared to organizational performance with mean score 3.95 and SD 0.63. For individual performance, the highest mean score was 4.26 and SD 0.79 with the item “I feel I have shouldered the responsibilities in the best of my ability”. Further, the study found two other important factors like learning and job satisfaction with appropriate importance level.
Table 29: Relative importance of individual performance:
Item No. Components Mean SD Item
rank
Relative importance 7. Individual Performance 4.22 0.51 1 High 7.1
My career advanced as expected
until now 3.73 0.75 5 High
7.2
I get to learn new things and ideas
while doing my job 4.31 0.69 3 High
7.3
I am keen to learn and acquire new knowledge and skills to meet changing requirements for my job
4.34 0.75 2
High
7.5
I am satisfied with my job
performance so far 4.23 0.66 4 High
7.6
I feel I have shouldered the responsibilities in the best of my ability
4.53 0.69 1
High
Overall individual performance 4.22 0.51 1 High